Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬

Ministry of Education ‫وزارة التعليم‬

Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

IT Trends Research

Trainee Information
Student Name
Student ID
Student CRN
Major
e-mail
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

Abstract

The importance of Low-code and No-code technologies is increasing due to the

lack of companies’ internal knowledge about traditional programming
languages and the difficulty in recruiting professional programmers to speed up
the applications’ development process. This study aims to understand the impact
of Low-code and No-code development platforms (LCDPs and NCDPs) on
business dynamics as tools that potentially enable bridging the collaborative gap
between business and Information technology (IT) experts. The topic’s novelty
encourages an explorative research approach designed by following a case study
strategy and adopting a qualitative semi-structured interview and the card-based
game method to support data collection. Two companies in different countries
and sectors were involved, and four key informants were interviewed. The
evidence of the analysis shows the primary reasons that have encouraged
companies to adopt such tools. The reasons mainly reside in the possibility of
speeding process automation and applications development and learning how to
use the platform autonomously, empowering collaboration among business
experts and IT professionals, and increasing customer satisfaction. The study
represents an additional contribution to the importance of LCDPs and NCDPs
as tools that allow faster automation of processes and easier development of
software and application in different sectors.
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

1. Introduction
Today, digital technologies strongly affect society and how companies run their
businesses,
software and application development process but lack knowledge about
programming languages. LCDPs and NCDPs offer a development experience
based on visual and drag- and-drop techniques rather than traditional
programming languages (Outsystem, 2019), which is heavily reduced, favoring a
faster deployment of software and applications and the predisposition of multi-
level workflows (Prinz et al., 2021). Such technologies have the potential to
democratize IT by accelerating programmers’ activity and allowing the
participation of several stakeholders in the software and applications
development process. Accordingly, users with little knowledge of traditional
programming languages learn how to create the products they need without
writing code.
By focusing on the impact of LCDPs and NCDPs on organizational
dynamics, this study would like to answer the following question: How does
LCDPs/NCDPs implementation affect the cooperation between IT and business
experts?
More in detail, the research aims to understand the impact of LCDPs/NCDPs
implementation on business dynamics with specific reference to the cooperation
– meaning collaboration and communication - between business and IT experts
in developing specific activities to reach their business goals. Due to the topic’s
novelty, the author was encouraged to adopt an explorative research approach by
developing a case study strategy (Yin, 2018) and implementing a purposive
sampling technique (Patton, 2002) that facilitated data collection from key
informants. Such an approach helped the authors to have a deeper understanding
of the direct experience of using these platforms and the changes they have
brought inside the companies allowing the contamination of knowledge between
experts.
The subsequent sections of this article review the literature on LCDPs and
NCDPs by addressing the gap the study aims to fill. The methodology section
describes the qualitative
2. Literature Review
2.1. LCDPs and NCDPs characteristics
Today, it is critical for firms to adapt their strategy and way of working to the
unpredictable environment in which they operate (Yan, 2021; OutSystems,
2019). The rapid development of IT and the speed of digital transformation
require new tools to face the volatility of the environment and support internal
changes (Yan, 2021; Sanchis et al., 2020).
Digital transformation encourages companies to shift from a time-
consuming working method to an agile approach based on digital technologies
(Alsaadi et al., 2021). Such an approach suggests a more flexible way of working
and favors seizing new market opportunities and satisfying customers’ requests
by staying competitive (OutSystems, 2019).
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

Moreover, the increased adoption of smartphones has led to an increased

release of mobile-based applications (Hyun, 2019). Therefore, companies need to
adopt tools that help them implement rapid changes according to users’ requests
and business needs (Rokis & Kirikova, 2022). Indeed, instead of adopting
expensive tailored IT solutions, companies can opt for disruptive technologies
such as the LCDPs and NCDPs that help change the applications’ development
process (Moskal, 2021). Such technologies are gaining popularity due to the
increased digital transformation (Beranic et al., 2020; Outsystems, 2019) by
registering a growth in their adoption during the Covid-19 pandemic when
remote working imposed the digitalization of several processes and workflows
(Chandran & Abdulla, 2022).
LCDPs and NCDPs are cloud or on-premises-based platforms (Rokis &
Kirikova, 2022) that enable quicker development of applications avoiding the use
of hand-coding languages, asking for less effort in the “installation and
configuration of environments, and training and implementation” (Waszkowski,
2019, p.376). They represent essential tools for those users that aim to automate
processes and build software solutions without having IT skills (Rokis &
Kirikova, 2022). Indeed, the pre-coded components, visual diagrams, declarative
languages, modules, and templates allow users to create applications by dragging
and dropping different elements (Chandran & Abdulla, 2022; Beranic et al.,
2020). In addition, costs and time spent on developing applications by using both
LCDPs and NCDPs are lower if compared to traditional coding programming
(Moskal, 2021; Rymer, 2017; Khorram et al., 2020). For instance, software and
applications development generally takes nine to twelve months using traditional
programming languages, while LCDPS or NCDPs takes a few weeks (Chandran
& Abdulla, 2022).
Despite the terms “low-code” and “no-code” are often used interchangeably,
LCDPs and NCDPs present some distinctions (Rokis & Kirikova, 2022;
Marinković & Avramović, 2021; Vincent et al., 2019). More in detail, LCDPs
maintain the possibility of integrating lines of code using traditional
programming (Khorram et al., 2020). Indeed, they ask for minimum usage of
manual coding to complete (or tailor) and release the application, favoring the
development of more complex software, therefore, asking for some programming
skills (Chandran & Abdulla, 2022). For this reason, LCDPs are mainly addressed
to advanced users and skilled developers (Marinković & Avramović, 2021) or
In contrast, NCDPs represent a subsection of low-code technologies. They
are generally adopted to create reporting, analytics, and tracking apps (Chandran
& Abdulla, 2022), favoring quicker prototyping according to customers’
requirements and testing functionalities as they do not request programming
skills to be used. NCDPs are highly adequate when a company lacks IT resources
or when professional developers’ availability is lacking in the market (Rokis &
Kirikova, 2022; Yan, 2021). They are mainly suitable for the so-called “citizen
developers” (e.g., business users, office managers, small business owners, and
users without IT background) (Bernsteiner et al., 2022; Prinz et al., 2021) as they
enable an active contribution to the process of creation of software and
applications (Rokis & Kirikova, 2022; Marinković & Avramović, 2021; Beranic
et al., 2020; Wong et al., 2019) even lacking hand-coding programming skills.
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

In addition, organizations are coupling LCDPs and NCDPs with workflow

automation tools as complementary (Lebens et al., 2021). Such an approach
facilitates the inclusion of unskilled IT employees, such as business experts, in
product and process development, enabling them to create what they need
without writing code. This combination supports the inclusion of employees
from different departments in the company’s digital transformation, making them
active contributors.

2.2. Citizen developers’ strategy

Due to the limited IT resources in several companies, business units face
difficulties in enhancing their processes quickly (Lebens et al., 2021) and
fulfilling the increasing need for web and mobile applications (Bernsteiner et al.,
2022).
LCDPs and NCDPs are tools that accelerate companies’ digital
transformation, improving the responsiveness of the business by decreasing the
dependence on professional programmers that are difficult to hire (Bernsteiner et
al., 2022; Outsystems, 2019). Moreover, they facilitate a much faster and cheaper
launch of digital products and applications (Lebens et al., 2021), minimizing
barriers to software development (Silva et al., 2021). They allow business
departments to make their employees create autonomously the products they
need, lowering the pressure on the IT department (Lebens et al., 2021). In
addition, professional programmers and IT units can benefit from LCDPs and
NCDPs to enlarge their portfolio of products by developing projects without
spending months on a project (Moskal, 2021). For this reason, such tools have
the potential to accelerate the time of applications’ release (Khorram et al.,
2020), facilitate updates according to emerging requirements, and favor an agile
software development process (Bernsteiner et al., 2022).
The inclusion of employees who lack computer programming skills in the
process of apps and software development aims at exploiting different expertise,
such as the ability to define the requirements (Rokis & Kirikova, 2022) and
support the application creation according to customers’ needs (Yan, 2021;
Alsaadi et al., 2021). Indeed, these resources have “logical and abstract
thinking” (Moskal, 2021, p. 54) that allows them to quickly learn how to use
LCDPs/NCDPs to create solutions operating through the graphical user
interfaces, using the drag-and-drop technique instead of coding. They can
“design and
implementation on specific social aspects has encouraged the author to explore
further their impact on business experts and IT professionals’ cooperation in
different business realities.

3. Methodology
3.1. Qualitative research and Case-based research strategy
The topic’s novelty encourages a deeper analysis of the subject by applying a
qualitative explorative research approach which “aims to achieve an in-depth
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

understanding of a situation” (Cooper & Schindler, 2014, p. 144) through the

.key informants’ point of view (Merriam & Associates, 2002)
The qualitative research approach was developed by adopting a case study
strategy, which is appropriate when there is little knowledge about the topic
under study (Yin, 2018) and to answer how and why questions (Eisenhardt,
1989; Welch et al., 2011). Indeed, such a strategy helps the researcher to
investigate “a contemporary phenomenon (the “case”)” by going deeper into
the analysis when “the boundaries between phenomenon and context may not be
clearly evident” (Yin, 2018, p. 15). Adopting a case study strategy favors
clarifying the context and its complexity and a holistic view of the phenomenon
(Creswell & Creswell, 2018).
Moreover, in this study, resorting to a case study strategy has helped the
researcher to develop a collaborative relationship with key informants to
understand their interpretations and experiences (Cooper & Schindler, 2014)
about the adoption of NCDPs/LCDPs technologies in two different contexts by
enabling comparisons between the cases selected (Yin, 2018).

3.2. Case selection and data collection

To achieve the reliability of the data, the author observed the suggestion of Yin
(2018) by developing a case study protocol describing the instruments and
procedures the researcher should follow. Accordingly, given the aim of the
study, the researcher adopted a purposeful sampling technique to identify and
select key informants who could provide descriptions of information-rich cases
(Palinkas et al., 2015; Patton, 2002). Two companies (Alpha and Beta) were
involved in the analysis as part of the research process. They are located in two
countries (Italy and Germany) and operate respectively in the software and bank
sectors.
Data was collected by developing a semi-structured interview elaborated
according to the study's research questions, objectives, and purpose (Saunders et
al., 2019; Cooper & Schindler, 2014). It was addressed to key informants (Table
1) reached via e-mail to introduce the research and explain its purpose while
asking for interview availability. Four people were interviewed according to their
willingness to describe their experience using LCDPs/NCDPs (Palinkas et al.,
2015) and collect information about their approach and the changes in
collaborations between IT and business experts. In company Alpha, the key
informants have different backgrounds in IT and business areas. In contrast, in
company Beta, the author had the opportunity to interact directly with the head
of the IT department, who is responsible for the digitalization of the company’s
processes and business model by

transcribed, and integrated with secondary data sources (e.g., reports on the
companies’ websites, other documents gathered from the internet, and private
documents provided by informants) to respect the data triangulation principle
(Yin, 2018). In addition, based on key informants’ requests, their profiles and
those of their companies were anonymized by excluding any possible identifying
information.
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

Table 1 – Interviewees’ profiles

Key Education Role inside Expertise Interview
Informants the company duration
1° company Management Business Collecting functional requirements Approx.
Alpha Engineer Process Analyst to address specific customer needs 60
and digitization projects consulting; minutes
2° company Computer System Software development; monitoring
Alpha Scientist Architect the job order throughout its life
cycle; process analysis from the
technology side rather than the
information flow side.
3° company Degree in Business Analysis of organizational
Alpha Economics Process Analyst structures and business processes.
1° company Computer Responsible for Digitalization of processes and Approx.
Beta Scientist the processes’ company’s business model. 60
digitalization Managing teams of developers or minutes
app development projects.
Source: author’s elaboration

Moreover, to collect relevant data, it was decided to support the semi-

structured interview with the card-based game method (Conrad & Tucker, 2019;
Rowley et al., 2012; Jones & Rowley, 2012). Such a method consists of creating
game cards with concepts written on them and asking questions during
interviews with key informants. According to the informants’ interpretation, the
game aims to clarify the concepts’ importance, prioritization, and possible
relationships between them (Rowley et al., 2012). Cards’ adoption encourages
active participation and facilitates an in-depth gathering about proposed aspects
around a topic (Conrad & Tucker, 2019). This research used the card- based
game method to gather in-depth information concerning LCDPs/NCDPs,
understand the users’ reasons and intentions for using them, and their importance
in favoring the cooperation between IT and business experts.
Several concepts around the LCDPs/NCDP topic were identified to
implement this method. The concepts were selected by considering the literature
review on the topic conducted in the previous paragraph (see paragraph 2).
However, to refine the concepts on cards and better understand the
LCDPs/NCDPs functioning, the author interviewed an LCDP/NCDP platform
provider to reinforce the knowledge acquired and better understand

Table 2 – Cards’ concepts explanation

NCDPS critical Explanation
aspects
Process Automation Operating the digitalization of business processes.
Time-To-Market Speed up the app development process thanks to graphical
interfaces, not hand-coding.
No Technical Skills No hand-coding knowledge or IT background is requested.
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

Decreased Costs Ability to build more apps in less time, costs decrease, as well
as the need for professional developers, reducing/eliminating
hiring costs.
Cross-Platform Applications can be deployed across a range of devices.
Functionality
Vendor Lock-In The strict dependency on platforms’ providers (Vendor lock-in)
[Platform Providers’ varies from vendor to vendor. It is sometimes complicated for
Dependency] users to maintain an application outside the vendor platform, as
the vendor sometimes impedes making App/software changes
once the user stops using its platform.
Customization Customization options vary between platforms. LCDPs generally
offer less limited customization than NCDPs, allowing users to
customize some aspects of their app/software using hand coding.
In contrast, NCDPs do not provide this possibility.
Integration with The easy integration of new apps/software developed with
Other Tools Already LCDPs/NCDPs with other apps and software adopted by the user.
Adopted
Easy changes The quick adaptation of apps/software to suit new requirements
facilitates immediate modifications when necessary, according to
market changes or customer needs.
Better The effects of increased speed in innovating business processes
Customer and apps deliver favor better customer experience.
Experience
Faster Digital Removal of complexity from building great, modern business
Transformation apps/software accelerating the adoption of useful technology.
Collaboration LCDPs and NCDPs can make everyone in the organization more
between IT and productive. Accordingly, it can help bring IT and Business
Business Departments departments closer, intensifying dialogue and mutual support.
Source: author’s elaboration

Therefore, twelve cards were developed and adopted to conduct the game (Figure 1)
during the semi-structured interview with the key informants
Figure 1 – Cards adopted during the interviews with key-informants

Source: author’s elaboration

Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

3.3. Data analysis

Before starting the data analysis, the two case stories were written, and each
case study report was shared with the interviewees to confirm the accuracy of the
information and proceed with data analysis (Ghauri, 2004).
After the interviewees confirmed data accuracy, the author started data
analysis by reading each case as a single case and coding the content to provide a
first idea of relevant aspects to consider. At the same time, potentially irrelevant
aspects were highlighted to be removed after the cross-case analysis, which was
made to identify similarities and differences between the two cases (Eisenhardt,
1989) and remove the irrelevant aspects.

Figma

Overview:
Figma is a cloud-based design tool that allows teams to collaborate in real-time on user
interface (UI) and user experience (UX) design projects. It is widely used for creating
prototypes, wireframes, and design systems.

Key Features:

1. Real-Time Collaboration:

o Multiple users can work on the same project simultaneously. Changes

made by one user are instantly reflected for others, making it easy to
brainstorm and gather feedback in real-time.

2. Cloud-Based Accessibility:

o Being cloud-based means that Figma can be accessed from any device
with an internet connection. This eliminates the need for local
installations and ensures that team members can work from anywhere.

3. Design Tools:

o Figma offers a comprehensive suite of design tools, including vector

graphics, grids, and typography settings. Users can create complex
designs with precision.

4. Prototyping:

o Figma allows designers to create interactive prototypes. Users can link

different frames and create transitions to demonstrate how the final
product will function.

5. Design Systems and Components:

o Designers can create reusable components and styles, ensuring

consistency across projects. This helps in building design systems that
can be used by multiple teams.

6. Plugins and Integrations:

Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

o Figma supports a variety of plugins that extend its functionality, such as

accessibility checks, design libraries, and export options. It also
integrates with tools like Slack, JIRA, and Google Drive.

7. Commenting and Feedback:

o Stakeholders can leave comments directly on the design files, facilitating

clearer communication and feedback without needing to send emails or
use separate tools.

Use Cases:
Figma is primarily used by UI/UX designers, product teams, and creative agencies for
designing websites, applications, and digital products. Its collaborative nature makes it
ideal for remote teams.

Agora

Overview:
Agora is a real-time engagement platform that provides APIs and SDKs for embedding
voice and video communication capabilities into applications. It is designed to facilitate
high-quality audio and video interactions.

Key Features:

1. Real-Time Communication:

o Agora enables seamless audio and video calls, live streaming, and
interactive broadcasting, allowing users to connect in real-time without
noticeable latency.

2. APIs and SDKs:

o Developers can easily integrate Agora’s capabilities into their

applications using APIs and SDKs available for various platforms (iOS,
Android, Web). This allows for flexibility and customization.

3. Multi-Platform Support:

o Agora supports cross-platform communication, meaning users can

connect from different devices and operating systems, enhancing
accessibility.

4. Scalability:

o The platform can handle a large number of concurrent users, making it

suitable for applications ranging from small group chats to large-scale
live events.

5. Security and Privacy:

o Agora offers end-to-end encryption for its communication services,

ensuring that user data is protected during calls and streams.
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

6. Low Latency:

o With advanced algorithms and a global network of data centers, Agora

minimizes latency, providing a smooth experience for users during calls
and streams.

7. Analytics and Monitoring:

o Developers can access real-time analytics to monitor the performance of

their audio and video streams, enabling them to optimize user
experience.

Use Cases:
Agora is commonly used in applications such as telehealth, online education, virtual
events, gaming, and social networking platforms. Its robust features make it a go-to
choice for developers looking to add real-time communication to their applications.

4. Companies’ profile short description

4.1. Alpha
Company Alpha is a cooperative society founded in 2006, counting ten employees
and several external collaborations with freelancers.
Since 2017 it has become a private research center whose primary purpose is
to carry out industrial research or experimental development activities
independently, disseminating the results through teaching, publication, or
knowledge transfer activities.
The company was born within a university’s ecosystem in Southern Italy. It
represents the result of the combination of different academic and work
experiences of a group of researchers who decided to develop their business
outside the university by exploiting the know-how acquired. Indeed, they
integrated skills and knowledge in heterogeneous fields to offer high-value-
added services to public and private actors nationally and internationally.
The company’s expertise mainly concerns business process analysis, ranging
from fundraising, including the identification of possible subsidized finance
products, to research projects promoted by the Ministry of Economic
Development, but also supply and
4.1. Beta
Company Beta was founded in 1825 as an independent savings bank willing to
create value for clients. The company counts approximately 1,100 employees,
providing its 400,000 private customers with financial and consulting services on
asset management, retirement, and real estate matters. It strongly supports
approximately 25,000 small and medium-sized enterprises in their growth,
focusing on its clients to constantly reinforce the existing relationship.
Accordingly, the customers’ preferences expressed to the company represent an
important non-financial performance indicator that collocated the company as a
leader in the relationships with corporate customers if compared to other
competitors.
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

In 2019, the company transformed its hierarchical organization into a

network organization to continue providing customer benefits in an environment
affected by digitalization and intensive competition.
Moreover, in 2020, the company moved its head office inside a university
campus, developing interdisciplinary cooperation and eliminating teamwork
boundaries between departments. In addition, according to future strategic
measures, Beta is implementing new interventions aiming at the comprehensive
digitalization of processes, products, and services to adapt to customers’
requirement changes.

5. Evidence from the case study analysis

5.1. Speeding Process Automation and Applications Development
The key informants of both companies underlined the importance of
digitalization according to their customers’ needs. However, the increasing
volatility of the environment and customers’ requests put more pressure on them
to accelerate the introduction of digital tools that could facilitate communication
with customers and colleagues, reducing the effort to reach valuable results. The
customers’ requests frequently change according to the pervasiveness of
digitalization. Such a situation requires flexibility and the ability of companies to
make changes easily according to new requirements.
Both companies opted for implementing an NCDP according to the
respective necessities and due to the idea of having tools that facilitate changes in
the solutions’ development process by allowing its speediness compared to
traditional approaches and reduction of costs of the process and projects’
management.
Company Alpha adopted an NCDP to have a flexible and fast enough tool to
show results to customers immediately. The starting point for evaluating the
NCDP as a valuable tool was an order that started simply as a process analysis
and required the creation of mock-ups. The team identified several critical issues
that could be solved by adopting a Business Process Management Suite (BPMS).
However, before providing a specific solution, the company evaluated different
technologies and identified an Italian platform as the best solution in terms of
functionality and speed of development. The speediness offered by this platform
represented the main reason to implement it in the process. The adopted NCDP
favors the creation of Business Process Management Cloud Applications within
a short time by meeting the customers’ needs, going quickly into the
development
6. Discussion of findings
Low-code and No-code technology allowed companies to make changes more
easily and quickly than a classical software development solution. The frequent
changes in customer requests that guide the companies’ orientation can be
challenging to manage without flexibility. Adopting digital tools that help make
changes quickly according to new requirements was extremely important for
them. Adopting an NCDP made the analyzed companies more likely to develop
solutions autonomously and rapidly. Moreover, these solutions were easily
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

integrated with other external tools, thus making them more valuable and
particularly suited to companies’ business purposes.
Even describing the advantages and critical aspects of NCDPs’ by following
different storytelling (Figure 2), with the adoption of such strategic tools, the
companies aim at accelerating the company’s digitalization to offer a better
customer experience to their clients. All the aspects described during the
interview, also thanks to the application of the card-based game method, are
factors linked to customer satisfaction achievement. Indeed, it emerged that
NCDPs not only favor facing customers’ requests made volatile due to the
pervasiveness of digital technologies, but they also ensure the possibility of
quickly accessing the required functionalities due to rapid prototyping.
Figure 2 − LCDPS/NCDPS critical aspects described by companies
Source: authors’ elaboration on the Card-based game method results

Moreover, involving resources with different backgrounds and expertise in

digitalization and application development has been fundamental. In both
companies, these platforms have been easily implemented, allowing employees
to learn how to use such tools autonomously. Indeed, the interviewees described
the adoption of NCDPs as an essential tool to reach the objectives of
digitalization, process automation, and employee inclusion. Due to the easiness
of learning and using the platform, and the possibility of involving dedicated
internal resources in developing solutions, digitalization and process automation
goals have been possible even when the company lacks specific IT resources.
Involving unskilled IT resources in solution development triggered a series of
changes for the two companies, favoring a faster transformation due to the low
complexity that characterized these platforms and reducing repetitive activities
and their manual management. In addition, including business experts in
activities usually delegated to professional developers encouraged deeper
communication and collaboration among employees, favoring knowledge
contamination. Indeed, business consultants and IT professionals started
collaborating according to the idea of speeding up process automation. Business
experts support clear workflow descriptions and learn how to use the NCDP to
support application development, eliminating departmental boundaries. This has
also reduced dependence on professional software developers hired as external
collaborators and the efforts of internal ones used to develop software and
applications entirely with traditional hand-coding methods.
In addition, automating processes with less effort than traditional
technologies and developing software and applications in a few weeks has made
companies and employees more flexible thanks to the automation of services via
workflow, thereby reducing the time and costs associated with their manual
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

management. The NCDPs have also decreased costs and implemented quicker
application development and process automation by reducing the time and effort
on a single project.
7. Theoretical and Managerial Implications.
The analysis of the outcomes suggests some theoretical and managerial
implications. From the theoretical point of view, the study contributes to the
managerial literature by confirming the importance of low-code technologies,
with specific reference to NCDPs as tools that support companies’ process
automation and digital transformation. Moreover, according to the study’s
objectives, it has been possible to contribute to analyzing the impact of NCDPs
implementation regarding social aspects. Indeed, they represent inclusive tools
that allow companies to implement a citizen developer strategy. Such strategy is
sometimes a goal that the companies set up at a certain point in their lives to start
a transformation that can help them to maintain their competitiveness and
respond to context changes. Other times, it is a step to make departments/units
inside a company closer to developing projects and improving communication.
Accordingly, NCDPs favor the involvement of resources with different skills in
the process of solutions’ creation representing tools that encourage cooperation
and a stimulus for knowledge contamination. Therefore, the results of this study
contribute to the literature dedicated to the impact of No-code technologies on
social aspects related to the work of human resources employed in the firms.
From the managerial point of view, the article’s evidence shows the
importance of these technologies in the cooperation between employees,
especially concerning IT and business experts. Such technologies stimulate
dialogue between the two units, favoring knowledge contamination. Indeed,
these two units generally speak a different language due to the lack of IT
knowledge on the business side and the lack of knowledge about business
processes on the IT one. By implementing the NCDPs, firms have the
opportunity not only to introduce a tool that increases the competitiveness of the
firms by facilitating speediness in application and software development but to
positively affect the employees’ daily activities creating synergies between
different roles.

8. Conclusion, Limitations and Future Research

Suggestions
The analysis contributes to the managerial literature on LCDPs/NCDPs in which
the topic is emerging. It also provides a better understanding of the business and
IT departments/units’ cooperation in companies belonging to different sectors.
Despite the elements of novelty, this article is not free of limitations that can
be considered points of departure for further analysis of the topic. The first
limitation relates to the focus on a specific social aspect, which gives some hint
about the impact on IT and business experts’ cooperation changes triggered by
NCDPs introduction, without providing a broader contribution due to the limited
Kingdom of Saudi Arabia ‫المملكة العربية السعودية‬
Ministry of Education ‫وزارة التعليم‬
Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

number of cases involved in the analysis. Indeed, the second limitation concerns
the implementation of a qualitative methodology by focusing on a limited
number of cases. Implementing a case study strategy based on interviews and the
card-game-based method represented an innovative methodology that has never
been applied to LCDPs/NCDPs adoption studies. This methodology has been
instrumental in identifying the most critical aspects of the phenomenon
according to the key informants’ points of view. In addition, the rigor in
developing (and describing) the detailed procedure for implementing the case-
study strategy has favored data collection
Building on the limitations of this article, future researchers should extend
the analysis of LCDPs and NCDPs’ impact from a social point of view,
considering benefits and clarifying criticalities in their implementation.
Moreover, developing a case study strategy should be supported by incrementing
the number of cases and integrating with a mixed- method approach to increase
the possibility of the results’ generalization.

Acknowledgment
This research was financed by the YERUN Research Mobility Awards (YRMA),
won by the author in 2021. The author would like to thank the “Young European
Research Universities Network” (YERUN) for providing financial and network
support for the project development.

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Saudi Electronic University ‫الجامعة السعودية االلكترونية‬

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